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National Response Framework

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  1. National Response Framework Overview January 22, 2008

  2. Topics NRF purpose, key concepts Focused on response How the Framework is organized What has changed Applying the NRF Leadership and the NRF (Federal, State, Local, Private Sector, Nongovernmental Organizations) Building new capability Roll out plan 2

  3. National Response Framework Purpose Guides how the nation conducts all-hazards incident response Key Concepts Builds on the National Incident Management System (NIMS) with its flexible, scalable, and adaptable coordinating structures Aligns key roles and responsibilities across jurisdictions Links all levels of government, private sector, and nongovernmental organizations in a unified approach to emergency management Always in effect: can be partially or fully implemented Coordinates Federal assistance without need for formal trigger

  4. Focused on ResponseAchieving a Goal Within a Broader Strategy Response Immediate actions to save lives, protect property and the environment, and meet basic human needs Execution of emergency plans and actions to support short-term recovery National Strategy for Homeland Security – guides, organizes and unifies our National homeland security efforts Prevent and disrupt terrorist attacks; Protect the American people, our critical infrastructure, and key resources; Respond to and recover from incidents that do occur; and Continue to strengthen the foundation to ensure our long-term success.

  5. How the Framework is Organized Doctrine, organization, roles and responsibilities, response actions and planning requirements that guide national response Core Document Mechanisms to group and provide Federal resources and capabilities to support State and local responders Emergency Support Function Annexes Support Annexes Essential supporting aspects of the Federal response common to all incidents Incident Annexes Incident-specific applications of the Framework Partner Guides Next level of detail in response actions tailored to the actionable entity www.fema.gov/nrf


  6. What Has Changed • A Framework … not a Plan • Written for two audiences • Senior elected and appointed officials • Emergency Management practitioners • Emphasizes roles of the local governments, States, NGOs, individuals and the private sector • Establishes Response Doctrine • Engaged partnership • Tiered response • Scalable, flexible, and adaptable operational capabilities • Unity of effort through unified command • Readiness to act • Establishes planning as a critical element of effective response

  7. Most incidents wholly managed locally Some require additional support Small number require Federal support Catastrophic requires significant Federal support State Governor must request Federal support Minor event might be initial phase of larger, rapidly growing threat Accelerate assessment and response Federal Department/Agency acting on own authority may be initial Federal responder Integrated, systematic Federal response intended to occur seamlessly Applying the Framework

  8. Federal Leadership and the Framework • Secretary of Homeland Security: Principal Federal official for domestic incident management • FEMA Administrator: Principal advisor to the President, Secretary of Homeland Security, and Homeland Security Council regarding emergency management. • Principal Federal Official (PFO): Secretary’s primary representative to ensure consistency of Federal support as well as the overall effectiveness of Federal incident management. • For catastrophic or unusually complex incidents requiring extraordinary coordination • Interfaces with Federal, State, tribal, and local officials regarding Federal incident management strategy; primary Federal spokesperson for coordinated public communications • Federal Coordinating Officer (FCO): For Stafford Act events, the primary Federal representative to interface with the SCO and other State, tribal, and local response officials to determine most urgent needs and set objectives. • Federal Departments and Agencies: play primary, coordinating, and support roles based on their authorities and resources and the nature of the threat or incident Note: Consistent with the Post-Katrina Emergency Management Reform Act

  9. State & Local Leadership and the Framework Effective, unified national response requires layered, mutually supporting capabilities • Statesare sovereign entities, and the Governor has responsibility for public safety and welfare; States are the main players in coordinating resources and capabilities and obtaining support from other States and the Federal government • Governor • Homeland Security Advisor • Director State Emergency Management Agency • State Coordinating Officer Local Governments State & Tribal Governments • Local officials have primary responsibility for community preparedness and response • Elected/Appointed Officials (Mayor) • Emergency Manager • Public Safety Officials • Individuals and Households are key starting points for emergency preparedness and support community efforts NRF Private Sector & NGO Federal Government

  10. Private Sector & NGOs and the Framework Effective, unified national response requires layered, mutually supporting capabilities • The Private Sectorsupports community response, organizes business to ensure resiliency, and protects and restores critical infrastructure and commercial activity • NGOs perform vital service missions • Assist individuals who have special needs • Coordinate volunteers • Interface with government response officials at all levels Local Governments State & Tribal Governments NRF Private Sector & NGO Federal Government

  11. Preparedness Cycle–a system that builds the right capabilities Introduces National Planning System Defines response organization Requires training Advocates interoperability and typing of equipment Emphasizes exercising with broad-based participation Describes process for continuous evaluation and improvement Aligning Risk-Based Planning National Planning Scenarios Hazard Identification and Risk Analysis The Framework: Building New Capability Capability Building

  12. NRF: Equipping Leaders, Practitioners, and Individuals Improve coordination among Federal, State, local, and tribal organizations to help save lives and protect America's communities by increasing the speed, effectiveness, and efficiency of response.

  13. Roll Out Plan • Objectives • Public release to wide audience with support of key partners • Inform stakeholders on key improvements • Ensure all partners understand doctrine, structures, and roles and responsibilities • Promote coordination of planning efforts • Training Education and Exercises • Awareness training • Introduces the Framework; ensures common understanding • Position-specific training • Builds proficiency to perform specific roles, per NIMS • National and regional exercises • To rehearse and measure readiness to conduct effective national response • Includes emergency management community • Inclusive process to ensure widest understanding and preparedness

  14. Backup Slides

  15. Development and Review ProcessSince the Review Began in October 2006… More than 400 stakeholders from Federal, State, tribal, local, private sector, academia, and nongovernmental organizations participated in a year-long process to develop the NRF Draft NRF was released for public review in September 2007; DHS/FEMA leadership encouraged all stakeholders to comment on the draft NRF core and supporting documents DHS/FEMA received and adjudicated more than 5,700 comments and revised the NRF accordingly NRF was approved by the President on January 8, 2008 16

  16. Development and Review ProcessChanges Resulting from National Comment Period (Sep-Oct 2007) • Improved the document’s look and feel • Simplified language, streamlined format, enhanced readability • Revised planning chapter • Integrates Federal and State/tribal/local planning systems • Institutionalizes the Hazard Identification and Risk Analysis approach • Consolidates National Planning Scenarios • Ensured consistency with Post-Katrina Emergency Management Reform Act (next slide) 17

  17. Incident Advisory Council: eliminated Incident of National Significance: eliminated Unified Coordination Group and Staff: replace the terms, “JFO Coordination Group” and “JFO Coordination Staff” Senior Officials: replaces the term, “Senior Federal Officials,” in the Unified Coordination Group Incident Management Assistance Teams (IMAT): replaces Emergency Response Teams (ERT) and the Federal Incident Response Support Teams (FIRST) How Has the NRF Evolved?Terms and Structures

  18. ESF #6 – Mass Care, Emergency Assistance, Housing and Human Services: Expanded to include emergency assistance; FEMA replaces the American Red Cross as the primary agency ESF #7 – Logistics Management and Resource Support: Expanded to incorporate the Logistics Management Support Annex which was eliminated ESF #9 – Search and Rescue: Expanded from urban search and rescue to include waterborne, inland/wilderness, and aeronautical search and rescue ESF #10 – Oil and Hazardous Materials Response: Expanded to incorporate Oil and Hazardous Materials Incident Annex which was eliminated ESF #11 – Agriculture and Natural Resources: Added responsibility for “Safety and Well-Being of Household Pets” ESF #13 – Public Safety and Security: Expanded to include general law enforcement How Has the NRF Evolved?ESF Annexes

  19. Critical Infrastructure/Key Resources (CI/KR) Support Annex: Added; new annex Logistics Management Support Annex: Eliminated; information incorporated into ESF #7 Resource Support Annex Science and Technology Support Annex: Eliminated Volunteer & Donations Management Support Annex: Expanded to include collection and tracking of offers of goods and services and international donations Mass Evacuation Incident Annex: Added; new annex Oil and Hazardous Materials Incident Annex: Eliminated; information incorporated into the ESF #10 Oil and Hazardous Materials Response Annex How Has the NRF Evolved?Support and Incident Annexes

  20. Emergency Support Functions / Annexes • ESF #1 - Transportation • ESF #2 - Communications • ESF #3 - Public Works and Engineering • ESF #4 - Firefighting • ESF #5 - Emergency Management • ESF #6 - Mass Care, Emergency Assistance, Housing and Human Services • ESF #7 - Logistics Management and Resource Support • ESF #8 - Public Health and Medical Services • ESF #9 - Search and Rescue • ESF #10 - Oil and Hazardous Materials Response • ESF #11 - Agriculture and Natural Resources • ESF #12 - Energy • ESF #13 - Public Safety and Security • ESF #14 - Long-Term Community Recovery • ESF #15 - External Affairs

  21. Support Annexes Incident Annexes • Biological Incident • Catastrophic Incident • Cyber Incident • Food and Agriculture Incident • Mass Evacuation Incident* • Nuclear/Radiological Incident • Terrorism Incident Law Enforcement and Investigation • Critical Infrastructure and Key Resources* • Financial Management • International Coordination • Private Sector Coordination • Public Affairs • Tribal Relations • Volunteer and Donations Management • Worker Safety and Health *New annexes.

  22. Individuals and Households: Though not formally part of emergency operations, individuals and households play an important role in the overall emergency management strategy.  They can contribute by reducing hazards in and around their homes, preparing emergency supply kits and household emergency plans, and monitoring emergency communications carefully Local Government: Responsibility for responding to incidents begins at the local level with individuals and public officials in the county, city, or town affected by the incident. Local officials are responsible for ensuring public safety and welfare of people of that jurisdiction. The local emergency manager has the day-to-day authority and responsibility for overseeing emergency management programs and activities. Stakeholder Responsibilities

  23. States and Tribal Governments: A primary role of State government is to supplement and facilitate local efforts before, during, and after incidents. Governors, State homeland security advisors, State emergency management directors, and tribal leaders have key roles and responsibilities for incident management. Private Sector: In many facets of an incident, the government works with private sector groups as partners in emergency management. Many private sector organizations operate and maintain major portions of the critical infrastructure. Nongovernmental Organizations: NGOs play an enormous role in emergency manage-ment before, during and after an incident. For example, NGOs provide sheltering, emergency food supplies, counseling, and other vital services to support response and promote the recovery of disaster victims. Stakeholder Responsibilities

  24. Understand Key Framework Concepts Structure, organization, roles and responsibilities Attain High Level of Preparedness Plan Organize Equip and Train Exercise Evaluate/Improve Build Capabilities Execute an Effective Response Gain and maintain situational awareness Activate and deploy resources and capabilities Coordinate response actions Demobilize Federal Department & Agency Responsibilities “The effectiveness of our efforts will be determined by the people who fulfill key roles and how they carry out their responsibilities, including their commitment to develop plans and partnerships, conduct joint training and exercises, and achieve shared goals.” National Strategy for Homeland Security

  25. Training Education and Exercises Awareness Training: IS-800, An Introduction to the NRF, will be released on February 5, 2008. Other general orientation courses for ESFs and Support and Incident Annexes will be available soon thereafter Position Specific Training: Training for all personnel assigned to NRF/NIMS structures (National Response Coordination Center, Regional Response Coordination Center, Joint Field Office, etc.) will ensure those staff are able to perform tasks assigned to them Exercises: National and regional tabletop and functional exercises, as well as exercise-based training, will be organized to promote understanding of NRF concepts, roles and responsibilities, organizational elements and communications. Exercises will assess the effectiveness of interagency coordination, the ability to develop a common operating picture, and resource management decisions NRF Roll Out Plan 26